When does benevolent leadership lead to creativity? The moderating role of creative role identity and job autonomy
Article Type: Abstracts From: Development and Learning in Organizations, Volume 24, Issue 5
Wang A-C. and Cheng B-S.Journal of Organizational Behaviour (UK), January 2010, Vol. 31 No. 1, Start page: 106, No. of pages: 16
Identifies creative role identity and job autonomy as two moderators that influence the relationship between benevolent leadership, a leadership style that prevails in paternalistic contexts, and creativity. Using 167 dyads of supervisor and subordinate as a sample, we found that both creative role identity and job autonomy have significant moderating effects: When each moderator is high, the positive relationship between benevolent leadership and creativity is stronger; when each moderator is low, this relationship is weaker. Our results suggest that the effect of benevolent leadership upon creativity is dependent on the coexistence of important individual and contextual factors. Article type: Research paper ISSN: 0894-3796 Reference: 39AM084
Keywords: Creative thinking, Identification, Job analysis,Leadership
